than a slogan; it’s a rallying cause. Complexity, he insists, is the new enemy of business. To simplify the way its corporate customers do busi- ness, SAP focused on cloud- and mobile-based products and services, in addition to traditional installations. Adopting an on-demand, software- as-a-service business model was a radical deviation for the company that pioneered on-premise, enterprise- wide technologies – but it worked.
Repeatable Methodologies McDermott’s career trajectory has
been a testament to his belief that successful people do not always invent new solutions for new situa- tions. Instead, they routinely adapt proven habits to resolve problems. McDermott also follows what he calls “repeatable methodologies”: for example, asking employees what they need whenever he starts a new job. The following six methodologies have guided McDermott from one transformation to another throughout his life, and he believes they can work for anyone.
Methodology #1: Maintain an abundance mentality.
Three questions for sales managers:
When was the last time you spoke with your customers to find out more about their needs, what they like, and what they want? If it wasn’t yesterday, get busy. Who (beyond your existing cus- tomers) has needs that are not be- ing met? And does your definition of value align with the definition your customers have? If you don’t know, start observing. Are you coaching your salespeo-
ple through role-playing and role- modeling on how to lead insight- ful conversations with customers that are centered on value? If you aren’t, start today.
The more daring the target, the higher people rise. “What gives dreamers, winners, and abundance thinkers an advantage is that they are not afraid to go for an opportunity. Low expectations and cynicism sap people’s potential, but big numbers get people’s attention and heighten their belief in their ability to achieve the impossible.” Methodology #2: Articulate a compelling cause.
Beyond a high monetary goal, McDer- mott believes a well-articulated reason to achieve sparks the imagination and extends people’s stamina: Be your per- sonal best. Change the world. Make history. “Go for the gold,” he says. Why? “Because no one jumps out of bed in the morning to win the silver.” When McDermott was SAP’s co- CEO between 2010 and mid-2014, the company changed its mission from helping companies run better to helping the world run better and improve people lives. Explains Mc- Dermott, “Truly great organizations contribute something to the world beyond strong financial performance, and people want to work for great organizations.”
Methodology #3: Balance the audacity of a dream with the micro- management of reality. McDermott is more than a dreamer and soulful marketer; he also is ob- sessed with rigorous execution, which means plans and tactics must bolster bold goals and compelling causes. In 2002, when McDermott took over SAP America, he targeted future growth at 10 times the rate the business had grown in the past. Colleagues said he was crazy, but McDermott fired back with a four-point plan that redirected the dispirited sales force and infused people with confi- dence. He also enmeshed himself in the sales process, leading weekly calls to dissect the largest pending deals. The level of scrutiny ensured that nothing fell through the cracks, which helped SAP America win more custom- ers and surpass its growth goal. Ob- serves McDermott, “When a vision and strategy are paired with disciplined execution, anything is possible.” Methodology #4: Hold everyone accountable until the final buzzer. McDermott vividly recalls the time one of his sales reps announced on the last day of a fourth quarter that
Don’t let anything or anyone limit your dreams. Ask yourself, “Am I using my lack of management experience as an excuse to lower my team’s standards? Am I waiting to set audacious goals until I feel more confident or get someone else’s approval?” Strive to inspire, not just to man- age. Ask yourself, “Am I giving my team a meaningful reason to achieve – a cause – that goes be- yond a numeric goal? Am I telling people what to do, or am I inspiring them to do great things?” Be a player-coach. Ask yourself, “How often does my team role-play scenarios and share best practices? When was the last time I joined
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McDermott’s Three Takeaways for Managers each of my sales reps in the field?”
McDermott’s Three Questions for Sales Managers
Have you set a bold and audacious goal for your sales team? If you haven’t, you are sending a message that you don’t expect your team to win big.
Do you know the personal in-
terests of the salespeople on your team? If you don’t, you won’t be able to align their personal goals with your team’s goals. Are you hiring people who are better than you? If you aren’t, you’ll create a ceiling for achievement that will sabotage your company’s market potential.
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